While this is amazing and shows progress is happening, one statistic reminds us the work is far from finished: the gender pay gap.
The gender pay gap measures the difference between the average earnings of men and women across a workforce. It does not mean women are paid less than men for doing the same job, which is illegal.
Instead, the gap reflects the types of roles men and women hold, the levels of seniority they reach and the working patterns shaping their careers.
Relatively balanced
For hospitality, data is more readily available for the bigger pubcos (though sadly not all) because companies with more than 250 employees are legally required to report gender pay gap data annually to the Government.
On the surface, the sector looks relatively balanced. Walk into almost any pub, restaurant or hotel and you will see women working across front of house, back of house, operations and management.
Yet, when we look at the top of organisations, the boardrooms, the senior executive teams and the highest-paid roles, the picture is less balanced than it should be, which has a direct impact on the gender pay gap.
Change is happening; more women are becoming pub operators, brewery leaders, hospitality entrepreneurs and senior executives than ever before. Their presence and visibility matters.
When women see others like them at the forefront of successful businesses and shaping the direction of the sector, it helps challenge long-standing bias and reframe what leadership in the sector looks like, but representation alone does not automatically close the pay gap.
Women are still more likely to work part-time or flexible hours, often balancing work with the unseen mental load or caring responsibilities.
This results in career breaks, reduced hours or slower progression, affecting long-term earnings and promotion opportunities. None of this is about capability.
Hospitality is full of talented women who are more than capable of leading businesses, running venues and driving innovation. The issue is about ensuring opportunities, support and pathways to leadership are genuinely accessible.
So what does progress look like from here?
Talent and contribution
First, we need to keep focusing on developing female talent throughout the career pipeline, not just celebrating those who have already reached the top. Mentorship, leadership development and clearer progression pathways can make a meaningful difference, particularly for women earlier in their careers.
Second, businesses need to continue examining their own data and make it easy to access. Gender pay gap reporting has helped shine a light on where the disparities exist but the real value lies in using that information to drive action.
Finally, we need to keep the conversation going. International Women’s Day is an important moment to reflect but real change happens through sustained attention all year.
Hospitality has always been an industry built on people, passion and opportunity.
The increasing number of women stepping into leadership roles is something the sector should be proud of and I am inspired by so many across the industry but if we want to create a truly equitable workforce, progress cannot stop at representation.
Closing the gender pay gap will take time and continued commitment from all hospitality businesses, from pubcos to trade bodies, breweries to suppliers.
We need to make sure momentum continues so the changes we are starting to see will begin to be reflected in the statistics, highlighting the talent and contribution of the many women who power our industry every day.
